A、the seller
B、the buyer
C、the bank
D、the transportation company
A、Ist das Wetter schön, gehen wir am Wochenende ins Freie.
B、In den Winterferien, sie ist nach Shanghai gereist.
C、Keiner sagt einem, was man machen soll.
D、Mach dir keine Sorge, du schaffst es.
•For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
DEBUNKING NEGOTIATION MYTHS
Before developing a mom effective negotiation strategy, we need to dispel several faulty assumptions and myths about negotiation. These myths hamper people's ability to learn effective negotiation skills and, in some cases, reinforce poor negotiation skills.
A pervasive belief is that good negotiation skills are something that people are born with, not something that can be readily learned. This is false because most excellent negotiators are self-made. In fact, there are very few naturally gifted negotiators. We tend to hear their stories, but we must remember that their stories are selective, meaning that it is always possible for someone to have a lucky day or a fortunate experience. This myth is often perpetuated by the tendency of people to judge negotiation skills by theft car-dealership experiences. Whereas purchasing a car is certainly an important and common type of negotiation, it is not the best context by which to judge your negotiation skills. The most important negotiations are those that we engage in every day with our colleagues, supervisors, co-workers and business associates. These relationships provide a much better index of one's effectiveness in negotiation. In short, effective negotiation requires practice and feedback. The problem is that most of ns do not get an opportunity to develop effective negotiation skills in a disciplined fashion, rather, most of us learn by doing. As the second myth reveals, experience is helpful, but not sufficient.
We have all met that person at the cocktail party or on the airplane who boasts about his or her great negotiation feats and how be or she learned on the job. It is only partly true that experience can improve negotiation skills; in fact, naive experience is largely ineffective in improving negotiation skills. There are three strikes against natural experience as an effective teacher. First, if a person does not know how well he or she has performed in the negotiation, it is nearly impossible to improve performance. For example, can you imagine trying to learn mathematics without ever doing homework or taking tests? The second, problem is that our memories tend to be selective, meaning that people tend to remember their successes and forget their failures or shortcomings. This is, of course, comforting to our ego, but it does not improve our ability to negotiate. Finally experience improves our confidence, but not necessarily our accuracy. People with more experience grow more and mom confident, but the accuracy of their judgment and the effectiveness of their behavior. do not increase in a commensurate fashion. Overconfidence can be dangerous because it may lead people to take unwise risks.
The third pervasive myth is that effective negotiation necessitates taking risks and gambles. In negotiation, this may mean saying things like "This is my final offer" or "Take it or leave it" or using threats and bluffs. This is what we call a "tough" style. of negotiation, though negotiators are rarely effective; however, we tend to be impressed by the tough negotiator.
An interesting exercise is to ask managers and anyone else who negotiates and to describe their approach to negotiating. Many seasoned negotiators believe that thee negotiation style. involves a lot of "gut feeling," intuition, and "in-the-moment" responses. We believe that this type of intuition does not serve people well. Effective negotiator involves deliberate thought and preparation and is quite systematic.
According to the article, a person is likely to
A.succeed in negotiation if he is lucky that day.
B.do well if he has studies how to negotiate.
C.have at least one successful negotiation.
D.be a better negotiator if he has inborn talents.
41. a process of addressing an issue in a more creative and civilized manner.
42. You may not be like your partner. But you have to control your emotions, rather
43. than to let your emotions control you. Think of your negotiating partner as
44. someone you in need and who needs you in return. This way, you concentrate
45. on the issue at your hand.
46. This doesn't mean that voicing a critical opinion will cast a negative doubt
47. upon your person. On the contrary, people often appreciate it honesty. But then
48. again, it is the way you convey it. Suggest, not to accuse.
49. During your interaction, try to understand the basic nature of your partner;
50. this will go a for long way in the negotiating process.
51. You must be confident (or at least you appear to be) because most people want
52. to negotiate with someone who they feel will deliver.
(41)
A、short-term, adaptive moves to enact or pursue broader strategies.
B、long-term, fixed moves to enact or pursue broader strategies.
C、long-term strategies.
D、short-term strategies
A、between buyers and sellers
B、between an employer and prospective employees
C、between the governments of two or more countries
D、all of above
为了保护您的账号安全,请在“简答题”公众号进行验证,点击“官网服务”-“账号验证”后输入验证码“”完成验证,验证成功后方可继续查看答案!